Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. October 9, 2006 Briefing

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 1 Who We Are As the progenitor of the Six Sigma consulting/training industry, SSA has proof-tested our approach for success -Developing skills to solve business problems vs. ordinary corporate training -Delivering real-world tools, methodologies, and experience -Deploying successfully by adapting best practices to the unique circumstances of each client We’ve also been the most successful in using Six Sigma and Lean in different markets, e.g., -Financial services, (e.g., Merrill Lynch) -Retail (e.g., Albertson’s) -Diversified industrial (e.g., Tyco), and other In 2004, SSA welcomed new investors/managers to its team -Former CEOs of Hyatt, Office Depot; top advisors from Goldman Sachs (Vice-Chair), Booz Allen Preeminent Six Sigma expertise combined with real- world business management skills

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 2 Key Interview Findings Corporate has key decision-making authority and respect, but with strong control and autonomy at the segment/business unit level - We’ll will want to leverage this strong sense of initiative and ownership All units have some BPM activity, but at different levels and executed in different ways - Good case studies exist that can be leveraged (e.g. BIG, CTB, IT) Strong financial controls and metrics exist (for each unit) - However, less consistent use of operating metrics Sophisticated management teams, who understand corporate initiatives - However, multiple initiatives may create fatigue and/or confusion Openness, desire to improve - A real sense of pride and loyalty towards McGraw-Hill and high levels of integrity - While business focused, a culture that embraces creativity

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 3 Key Implications Drive business unit buy-in with upfront successes (“soft-launch”) Balance top-down leadership and consistent approach with customized elements that recognize the unique situation of each segment Focus initial improvements at low-hanging fruit combined with well- placed efforts in the heart of the business (content) Clearly prioritize and organize this initiative with other corporate efforts Communication, language, and branding will be important Involve Finance early to enhance credibility/validity

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 4 “Soft Launch” Approach (First 3+ Months) Before broad-based training, start with quick wins at the segment/unit level - Work with segment management to identify key opportunity areas - Execute lean events (BRM), with SSA lead, in each segment - Overall goal: demonstrate success and enlist key segment/unit support At the same time, create the requisite infrastructure for success, e.g., - Black Belt selection and repatriation processes - Project management/financial tracking systems - Initial training and awareness - Branding/communication plans A “soft-launch” creates the initial track-record, buy-in and infrastructure for future success - As well as valuable input for refining our deployment plan

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 5 Lean Six Sigma as a Key Enabler LSS should be an enabler of other initiatives (e.g. GRM, IT, digital, shared services) to help: - Map current state processes and performance metrics - Lead discussions to define the optimal future state - Define appropriate post-improvement process controls For example… - Understanding the relationships of input and output links in a process chain before outsourcing - Ensuring that processes are optimized before “hardwiring” in an IT system Methods to ensure alignment - Involve LSS resources in other initiatives - Make key strategic initiatives a “focus area” for LSS projects - Foster steering committee exchange to avoid complications

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 6 Consistent Drivers of Success (“Must Haves”) Developing pull within the organization – CEO involvement, meaningful results out of the gate Structuring and organizing the deployment appropriately – LSS baked into overall operations, create plan shared by everyone (from CEO to the individual BB) Creating client relationships that work – Constant communication, clear obligations, if possible shared incentives Strategy Directly tying CI to company strategy – Up front BRM and assessment, ongoing “redirecting” work Project Selection – finding the “right” projects (e.g. aligned with highly visible results) Resource Selection/Management – including the best people (talent, location) Project Completion/Control– ensuring that progress is tracked and results are sustained Results – tangible improvements and real financial benefits Tactics Deployment Processes – HR, Financial, and Communication

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 7 Structural Approach LSS Program Office S&P Deployment Champions Black Belts Education Deployment Champions Black Belts Information and Media Deployment Champions Black Belts Corporate Functions Deployment Champions Black Belts Lean Six Sigma Office -Contains the Head of the LSS deployment and their staff, plus 1 FTE from finance -Sets standards -Provides enterprise support -Tracks corporate metrics Segment manager (s) -Set LSS goals for the business segment -Drives the Black Belt to “Project Completion” -Owns the “Culture” change Deployment Champion (s) -Tracks the projects and mentor Black Belts in business matters -Drives the “Culture” change within the Business Unit -Maintains the Rigor of the Six Sigma process Black Belts -Drive the changes in the business -As the “expert” in Six Sigma tools, works with the project Team to apply methodology and obtain results -Mentor other team members A Balance Between Centralized Governance and Individual Segment Ownership LSS Program Lead: Key Characteristics Understands the business Has significant operating credibility, respect (typically VP or above in title) Proper alignment: reports to CEO, with dotted line to CXO executive committee Ability to lead diverse group, manage significant projects

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 8 Preliminary Timeline for McGraw–Hill: 24 Months to MHP Self Sufficiency

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 9 Illustrative Ongoing Effort Execution Resources Governance Team Infrastructure Results BB (full/part time), ramping up to 100 over 18 months (start with US, then move to Asia, Europe, etc…) – exact numbers to be discussed Execute projects, ultimately lead program (MBBs) Business leaders, project champions, deployment leader involvement 1-2 individuals driving deployment (business leader) Provide governance, program management, evolution Steering committees to ensure alignment with the businesses Project tracking and reporting Finance: integration into division budgets, strategic plans HR efforts: selection, development, repatriation Over 1,000 employees actively engaged in lean events or specific projects, many thousands more touched by program Significant financial benefits (see following) McGraw-Hill takes over program 24 months after we start

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 10 Illustrative Results Program Financial Example ($000): To be refined once a deployment plan is developed 1Q'072Q'073Q'074Q'07Total2008 Projects: Lean/Kaizen Events Closed BB Project Program Benefits: Lean$400$800$1,200$2,800$6,400 Black Belt-0- $1,250$5,625$6,875$95,000 Total $400 $2,050$6,825$10,675$101,400 Client Team Members: Lean Black Belt $100 Total SSA Team Members 3-6 Client Team Cost: Lean$300 $1, Black Belt$208$1,042$2,083$2,500$5,833$10,000 Total $508$1,342$2,383$2,800$7,033$10,000 SSA Team Cost: $500K - $1M $2M - $4M $400

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 11 Deployment Outcomes Strengthen McGraw- Hill’s overall capability Improve competitiveness of individual businesses Results, Results, Results Create a more empowered, data-driven employee base Take advantage of scale opportunities, cross business best practices (“horizontal learnings”) Institute a common language and approach Help S&P achieve higher margins, greater agility Support Education and Information and Media’s evolution of their value proposition and way to serve their customers Build greater competency within the “midsection” of the company Target $100M+ of annualized benefits after two years (12% increase of pre-tax earnings) Develop recurring way to deliver 5%+ earnings growth year over year (supporting past success) With a 20-24X P/E multiple, big impact on market value OutcomeDetail

Copyright © 2006 Six Sigma Academy International, LLC All rights reserved; for use only in compliance with SSA license. Pg 12 The following are trademarks and service marks of Six Sigma Academy International, LLC: Breakthrough Lean ®, Breakthrough Strategy ®, Breakthrough Value Services ®, Breakthrough Change Strategy SM, Breakthrough Design SM, Breakthrough Diagnosis SM, Breakthrough Execution SM, Breakthrough Sigma Lean SM, Breakthrough Six Sigma SM, Breakthrough Software Design SM, FASTART SM, Six Sigma Gold Belt TM, SOLVING YOUR BUSINESS PROBLEMS FOR THE LAST TIME SM. Six Sigma is a federally registered trademark of Motorola, Inc. MINITAB is a federally registered trademark of Minitab, Inc. SigmaFlow is a federally registered trademark of Compass Partners, Inc. VarTran is a federally registered trademark of Taylor Enterprises. Six Sigma Academy International, LLC 630 Fifth Ave., Suite 1900 New York, NY